Chapter 15—Leadership

TRUE/FALSE
1. Leadership occurs among people, involves the use of influence, and is used to attain goals.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
2. Leadership is reciprocal.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
3. Influence means that the relationship among people is passive.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
4. The highest level in a hierarchy of manager capabilities refers to level 5 leadership.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
5. In a corporate world, arrogance means being unpretentious and modest rather than arrogant and
prideful.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
6. Level 5 leaders are ambitious for their organizations, not for themselves.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
7. Level 5 leaders are ambitious for themselves and their organizations.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
8. Interactive leadership means that the leader favors a consensual and collaborative process, and
influence derives from relationships rather than position power and formal authority.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

9. Interactive leadership has been found to be more common among female leaders.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
10. Values associated with interactive leadership include personal confidence, exclusion, and
independence.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
11. Within a single individual, management and leadership reflect the same sets of qualities and skills that
frequently overlap.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
12. Good leadership is needed to help the organization meet current commitments, while good
management is needed to move the organization in the future.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
13. Three distinguishing personal characteristics associated with successful leaders are intelligence,
honesty, and self-confidence.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
14. Self-confidence, honesty and integrity, enthusiasm, and the desire to lead, are all intelligence and
ability components of personal characteristics of leaders.
ANS: F PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: F
15. Ohio State University researchers identified two major behaviors called consideration and initiating
structure.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
16. Consideration is the extent to which the leader is task oriented and directs subordinate work activities
toward goal attainment.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
17. The extent to which the leader is mindful of subordinates, respects their ideas and feelings, and
establishes mutual trust refers to initiating structure.
ANS: F PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
18. Job-centered leaders are those leaders that establish high performance goals and display supportive
behavior toward subordinates.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
19. The leadership grid suggests a two-dimensional leadership theory that measures a leader's concern for
people and concern for production.
ANS: T PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: F
20. The country club management style (1,9) stresses high service and concern for guests or customers,
sometimes to the detriment of employees of the firm.
ANS: F PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

21. Hersey and Blanchard's situational theory focuses a great deal of attention on the characteristics of
employees in determining appropriate leadership behavior.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
22. The contingency approach links the leader's behavioral style with the task readiness of subordinates.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
23. Situational theory model focuses a great deal on the characteristics of followers, not those of the
situation.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
24. The telling style, according to Hersey and Blanchard, is appropriate for followers with moderate
readiness.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
25. Matching the leader's style with the situation by changing factors in the situation to achieve the best
match is the basic idea with Fiedler's contingency theory.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
26. Leader-member relations, task structure and task consideration, according to Fiedler, are the three
factors that combine to determine the leadership situation.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
27. Task Structure refers to the extent to which the leader has formal authority over subordinates.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
28. The task-oriented leader, according to Fiedler, excels in the favorable situation whereas relationship-
oriented leaders are most effective in situations of moderate favorability.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
29. A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
30. A situational variable that counteracts a leadership style and prevents the leader from displaying
certain behaviors is called a neutralizer.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
31. The relationship-oriented leader performs better in situations of intermediate favorability because
human relations skills are important in achieving high group performance.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
32. An inspirational leader who has the ability to motivate subordinates, through personal transactions, to
transcend their normal performance refers to a transactional leader.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

33. The charismatic leader has the ability to motivate subordinates to transcend their expected
performance.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
34. A mission is an attractive, ideal future that is credible yet not readily attainable.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
35. Charismatic leaders typically have a strong vision for the future and they can motivate others to help
realize it.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
36. A transformational leader is a leader distinguished by a special ability to bring about innovation and
change.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
37. Transactional leaders have the ability to lead changes in the organization's mission, strategy, structure,
and culture, as well as to promote innovation in products and technologies.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
38. The pragmatic survivor is a follower who participates actively in the organization but does not use
critical thinking skills.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
39. The alienated follower is a person who is an independent, critical thinker but is passive in the
organization.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
40. Power is the potential ability to influence the behavior and decisions of other people.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
41. The type of power that results from the leader's legitimate authority, based upon his or her position
within the organization, is called coercive power.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
42. The effective follower exhibits neither critical, independent thinking nor active participation.
ANS: F PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
43. Influence is the effect a person's actions have on the attitudes, values, beliefs, or behavior of others.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
44. Mechanistic power is one of the five sources of power.
ANS: F PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
45. Legitimate, reward, and expert powers are all forms of position power.
ANS: F PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

46. When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is
using his coercive power.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A
47. Two types of personal powers are expert and reward powers.
ANS: F PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
48. The type of power that results from political referrals is referent power.
ANS: F PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
49. Rational persuasion is one interpersonal influence tactic available for leaders.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F

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from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 15: Leadership

50. People who are entangled in a network of relationships have less power.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
51. Effective leaders develop networks of allies; people who can help the leader accomplish his or her
goals.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
52. Research indicates people rate leaders as "more effective" when they are perceived to use one
influence tactic.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
53. A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization's
larger mission is called a servant leader.
ANS: T PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
54. Even when the needs of organizations change, the concept of leadership should stay the same.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
55. A level 3 leader is someone who is able to organize people and resources toward the effective and
efficient pursuit of predetermined objectives.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
56. Level 5 leaders often set their successors up for failure because it will be a testament to their own
greatness if the company doesn’t perform well without them.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
57. Authentic leadership refers to individuals who know and understand themselves, act consistently with
high ethical values, and empower others.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 15: Leadership

58. Authentic leaders lead with their heads instead of their hearts.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
59. In a recent study, it was found that women and men ranked equally in leading the strategic planning
process.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
60. In a recent study, it was found that men were more capable in motivating others and producing high-
quality work than women.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
61. Personal power, innovation, and nurturing are consistently viewed as manager qualities rather than
leader qualities.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
62. Rather than just understanding their traits, the best leaders recognize and hone their strengths.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
63. In the study of leadership, concern for tasks and concern for people are viewed as metacategories
because they are broadly defined behaviors that are used as a basis for study and comparison.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
64. A situation would be considered highly favorable to the leader when tasks are highly unstructured and
the leader has little formal authority.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
65. Humility plays an important part in distinguishing whether a charismatic leader will work to benefit
primarily the larger organization or use his or her gifts for personal gain.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
66. Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading
change as are transactional leaders.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
67. An active follower is characterized by a need for constant supervision.
ANS: F PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
68. Use of rational persuasion and making use of higher authority are two commonly used influence
tactics.
ANS: T PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
MULTIPLE CHOICE
1. ____ is the ability to influence people toward the attainment of organizational goals.
a. Motivation
b. Leadership
c. Persuasion
d. Commitment

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 Chapter 15: Leadership

e. Organizational citizenship
ANS: B PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
2. All of the following are essential parts of any definition of leadership EXCEPT
a. influence.
b. people.
c. goals.
d. coercive power.
e. influence and people only.
ANS: D PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
3. Leadership is reciprocal, according to your text. This means
a. it is dynamic.
b. it is a problem-solving activity.
c. it occurs between people.
d. redundant.
e. it always creates conflict.
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
4. Peter has the ability to convince others to work toward organizational objectives. This ability is
known as
a. motivation.
b. leadership.
c. commitment.
d. a conceptual skill.
e. personal agenda.
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A
5. ____ means being unpretentious and modest rather than arrogant and prideful.
a. Humility
b. Egotism
c. Altruism
d. Reserved
e. Assurance
ANS: A PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
6. Which of the following refers to the highest level in a hierarchy of manager capabilities?
a. Interactive leadership
b. Creative leadership
c. Level 5 leadership
d. Postheroic leadership
e. People-oriented leadership
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 15: Leadership

7. The leader who builds an enduring great organization through a combination of personal humility
and professional resolve is a ____ leader
a. Level 1
b. Level 2
c. Level 3
d. Level 4
e. Level 5
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 15: Leadership

8. The leader who builds widespread commitment to a clear and compelling vision and stimulates
people to high performance is a ____ leader
a. Level 1
b. Level 2
c. Level 3
d. Level 4
e. Level 5
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
9. According to research, ____ typically score higher on social and emotional skills.
a. level 5 leaders
b. women
c. postheroic leaders
d. men
e. minorities
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
10. All of the following are leadership qualities EXCEPT:
a. visionary.
b. innovative.
c. promotes change.
d. structured.
e. nurtures.
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
11. Which of the following is NOT a manager quality?
a. Maintains stability
b. Organizes
c. Analyzes
d. Rational
e. Personal power
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

12. The distinguishing personal characteristics of a leader are known as

a. traits.
b. sources of power.
c. leadership styles.
d. leadership behaviors.
e. personal preferences.
ANS: A PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
13. The early research on leadership traits was referred to as the
a. contingency theory of leadership.
b. path-goal theory of leadership.
c. great man approach.
d. situational theory of leadership.
e. behavioral approach.
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
14. In general, research has found a(n) ____ relationship between personal traits and leader success.
a. strong
b. weak
c. positive
d. negative
e. inverse
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
15. Recently, Beagle Boutique was attempting to hire a middle manager. They were looking for an
intelligent, active, and creative individual. Which approach to leadership was Beagle using?
a. The contingency approach
b. The situational approach
c. The trait approach
d. The behavioral approach
e. The substitute approach
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A

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 Chapter 15: Leadership

16. Which of the following characteristics of leaders have been studied?

a. Personality traits
b. Physical traits
c. Social traits
d. Work-related traits
e. all of these
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
17. Self-confidence, honesty and integrity, and the desire to lead, are all components of which personal
characteristic of leaders?
a. Physical characteristics
b. Intelligence and Ability
c. Personality
d. Social Characteristics
e. Social Background
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
18. Colleen Farney at TeleTech shows vast knowledge, intelligence, cognitive ability, and keen
decisiveness. Which personal characteristic of leadership is she showing?
a. Physical characteristics
b. Intelligence and Ability
c. Personality
d. Social Characteristics
e. Social Background
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
19. Researchers at the Ohio State University identified two major behaviors called
a. commitment and consideration.
b. commitment and initiation.
c. consideration and initiating structure.
d. initiating structure and commitment.
e. consideration and concern for people.
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

20. Megan is a manager at Botell International. She is very friendly and extremely respectful of her
subordinate's welfare. She can be described as
a. high in initiating structure.
b. low in initiating structure.
c. high in consideration.
d. a team leader.
e. task-oriented manager.
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A
21. Which of the following is consistent with initiating structure?
a. Task oriented behavior
b. Open communication
c. Teamwork oriented
d. People oriented behavior
e. Country-club management style
ANS: A PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
22. The Michigan researchers used the term ____ for leaders who established high performance goals
and displayed supportive behavior toward subordinates.
a. job-centered leaders
b. employee-centered leaders
c. initiating structure
d. consideration
e. impoverished management
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
23. The less effective leaders, in the University of Michigan studies, were called
a. job-centered leaders.
b. employee-centered leaders.
c. initiating structure.
d. consideration.
e. impoverished management.
ANS: A PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

24. ____ and ____ proposed a two dimensional leadership theory called the Managerial Grid.
a. Blake; Mouton
b. Hersey; Blanchard
c. Vroom; Yetton
d. Tannenbaum; Schmidt
e. Evans; House
ANS: A PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
25. The recommended management style from the leadership grid is
a. 1,9.
b. 9,1.
c. 5,5.
d. 1,1.
e. 9,9.
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
26. Which of these, according to the leadership grid, is a 1,9 management style?
a. Team Management
b. Country Club Management
c. Middle of the Road Management
d. Impoverished Management
e. Authority-Compliance
ANS: B PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
27. ____ reflects a moderate amount of concern for both people and production.
a. Team Management
b. Country Club Management
c. Middle of the Road Management
d. Impoverished Management
e. Authority-Compliance
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

28. According to the Leadership Grid, which of the following occurs when efficiency in operations is the
dominant orientation?
a. Team Management
b. Country Club Management
c. Middle of the Road Management
d. Impoverished Management
e. Authority-Compliance
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
29. The Leadership Grid used the two leader behaviors which were called
a. employee-centered and job centered.
b. consideration and initiating structure.
c. concern for people and concern for production.
d. relationship-oriented and task-oriented.
e. employee-oriented and relationship oriented.
ANS: C PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
30. The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their
a. readiness level.
b. satisfaction level.
c. level of commitment.
d. level of security.
e. all of these.
ANS: A PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
31. Hersey and Blanchard are responsible for which theory?
a. Theory of leadership
b. ERG Theory
c. Situational theory
d. Contingency theory
e. Leadership
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

32. Which of the following is a model of leadership that describes the relationship between leadership
styles and specific organizational situations?
a. Contingency approach
b. Behavioral approach
c. Trait approach
d. Organizational approach
e. None of these
ANS: A PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
33. A key difference between the theories of Fiedler and Hersey and Blanchard is that
a. Fiedler considered only task characteristics, while Hersey and Blanchard focused on the
individual.
b. Hersey and Blanchard placed a greater emphasis on task characteristics than did Fiedler.
c. Fiedler examined a variety of characteristics, while Hersey and Blanchard focused solely
on the individual.
d. All of these.
e. Fiedler considered only task characteristics, while Hersey and Blanchard focused on the
individual and placed a greater emphasis on task characteristics than did Fiedler.
ANS: C PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: F
34. According to the situational theory of Hersey and Blanchard, which of the following leader styles
matches up best with low readiness subordinates?
a. Delegating style
b. Selling style
c. Telling style
d. Participating style
e. None of these
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
35. Ryan is a manager at Steve's Stoneworks, Inc. Hersey and Blanchard would consider most of his
subordinates highly ready. Based on this, which of the following leadership styles is best for Ryan?
a. Participating
b. Delegating
c. Selling
d. Telling
e. Forcing
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A

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 Chapter 15: Leadership

36. ____ works best for employees with moderate readiness, according to Hersey and Blanchard.
a. Selling and telling
b. Telling and participating
c. Selling and participating
d. Telling and delegating
e. Selling and delegating
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
37. Two leadership styles used by Fiedler in his contingency theory were
a. employee-centered and job-centered.
b. consideration and initiating structure.
c. concern for people and concern for production.
d. relationship-oriented and task-oriented.
e. employee-oriented and relations-oriented.
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
38. Which of the following refers to group atmosphere and members' attitude toward and acceptance of
the leader?
a. Task structure
b. Leader relations
c. Contingency
d. Position power
e. Leader-member relations
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
39. Fiedler used all of the following to describe how leaders fit the situation EXCEPT
a. leader-member relations.
b. task structure.
c. personal power.
d. leader position power.
e. all of these were used by Fiedler to describe the situation.
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

15-17
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from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 15: Leadership

40. In situations of ____, according to Fiedler, relationship-oriented leaders are more effective.
a. high favorability
b. moderate favorability
c. high unfavorability
d. no favorability
e. none of these
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
41. A ____ is a situational variable that makes a leadership style unnecessary or redundant.
a. neutralizer
b. substitute
c. contingency
d. transaction
e. transformation
ANS: B PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
42. Ahmad is a new manager at AJ Homes Company. He has absolutely no experience as a manager nor
does he know the technology of his department well. These two factors prevent Ahmad from
directing his workforce. This is an example of ____ impacting leadership styles and behaviors.
a. substitutes
b. neutralizers
c. contingencies
d. citizenship
e. transformation
ANS: B PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A
43. Which of the following types of leader is one who has the ability to motivate subordinates to
transcend their expected performance?
a. Transactional
b. Charismatic
c. Traditional
d. Supportive
e. Team
ANS: B PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F

44. Marion is a great manager and he has a number of special skills. In particular, Marion has the ability
to get his subordinates to do more than would be normally expected. Which of the following terms
best describes Marion?
a. Transactional leader

15-18
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 Chapter 15: Leadership

b. Supportive leader
c. Charismatic leader
d. People-oriented leader
e. Production-oriented leader
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A
45. Charismatic leaders are often ____ than transactional leaders.
a. less emotional
b. more predictable
c. less predictable
d. more directive
e. none of these
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
46. Some of the key characteristics associated with charismatic leaders include
a. visionary skills.
b. communication skills.
c. motivation skills.
d. all of these.
e. none of these.
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
47. According to MANAGER'S SHOPTALK in Chapter 15, charismatic leaders do all of the following EXCEPT
a. give people a sense of mission and overall purpose
b. look for the new product or service opportunities
c. command respect from everyone in the department
d. work alone to accomplish important tasks
e. inspire loyalty to self and the organization
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic TYP: F

15-19
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 Chapter 15: Leadership

48. The ____ leader is distinguished by his/her ability to bring about organizational change.
a. transformational
b. participative
c. charismatic
d. achievement-oriented
e. people-oriented leader
ANS: A PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
49. Which type of leader clarifies the role and task requirements of subordinates?
a. Transactional
b. Charismatic
c. Transformational
d. Supportive
e. Team
ANS: A PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
50. Which of the following is a passive, independent, critical thinker?
a. Conformist
b. Passive follower
c. Pragmatic survivor
d. Effective follower
e. Alienated follower
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
51. Which of the following is a follower who participates actively in the organization but does not use
critical thinking skills?
a. Passive follower
b. Effective follower
c. Alienated follower
d. Conformist
e. Pragmatic survivor
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

52. Which of these is the potential ability to influence the behavior of others?
a. Leadership
b. Management
c. Power
d. Control
e. Motivation
ANS: C PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
53. ____ power comes from organizational structure and promotes stability, order, and problem solving
within the structure.
a. Motivation
b. Position
c. Leadership
d. Control
e. Referent
ANS: B PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
54. ____ power comes from personal sources that are not as invested in the organization, such as
personal interests, goals, and values.
a. Motivation
b. Management
c. Personal
d. Control
e. Positional
ANS: C PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
55. Which of the following is the power coming from a formal management position in the organization?
a. Referent power
b. Coercive power
c. Reward power
d. Legitimate power
e. Expert power
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

15-21
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 Chapter 15: Leadership

56. Ian does not have much of a relationship with his subordinates. They feel obligated to do as he says
because he's the boss. This is an example of
a. referent power.
b. legitimate power.
c. coercive power.
d. reward power.
e. expert power.
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A
57. Candice uses praise, letters of support, and pats on the back as ways of influencing her subordinate's
behaviors. All of these actions are highly valued by the work group. This is an example of
a. coercive power.
b. legitimate power.
c. reward power.
d. expert power.
e. referent power.
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A
58. ____ power is based in the ability of the leader to do such things as recommend promotions.
a. Coercive
b. Expert
c. Reward
d. Referent
e. Personal
ANS: C PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
59. Which of the following types of power is vested in the manager's ability to punish employees?
a. Coercive
b. Reward
c. Expert
d. Referent
e. Personal
ANS: A PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F

15-22
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 Chapter 15: Leadership

60. Beth, a middle manager at Heather's Handbags, uses threats and punishments as ways of influencing
the behavior of his subordinates. Which of the following sources of power is Beth relying on?
a. Reward power
b. Coercive power
c. Expert power
d. Referent power
e. Personal power
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: A
61. Which of the following types of power stems from a leader's special knowledge?
a. Reward power
b. Referent power
c. Legitimate power
d. Coercive power
e. None of these
ANS: E PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
62. Referent power depends on the leader's
a. formal title.
b. position in the hierarchy.
c. personal characteristics.
d. salary.
e. reward power.
ANS: C PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
63. The seven interpersonal influence tactics for leaders include all of the following EXCEPT:
a. use rational persuasion.
b. rely on the rule of reciprocity.
c. develop allies.
d. do not worry about people liking you.
e. reward the behaviors you want.
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

15-23
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 Chapter 15: Leadership

64. Which of the following is the most frequently used and a highly effective influence strategy?
a. Using rational persuasion
b. Rewarding desired behaviors
c. Relying on the rule of reciprocity
d. Making people like you
e. Developing allies
ANS: A PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
65. All of the following are interpersonal influence tactics EXCEPT:
a. reward the behaviors you want.
b. develop allies.
c. rely on the rule of demand.
d. make use of higher authority.
e. ask for what you want.
ANS: C PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
66. A(n)____ leader works to fulfill subordinated needs and goals as well as to achieve the organization's
larger mission.
a. servant
b. transactional
c. transformational
d. charismatic
e. interactive
ANS: A PTS: 1 DIF: 1
NAT: AACSB Analytic | Leadership Principles TYP: F
67. All of the following are major approaches to leadership EXCEPT:
a. Level 5 leadership
b. Servant leadership
c. Authentic leadership
d. Progressive leadership
e. Interactive leadership
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

15-24
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 Chapter 15: Leadership

68. Linda is viewed by her colleagues as someone who makes productive contributions through talent,
knowledge, and good work habits, but she is sometimes hard to work with because of her
communication style. Based on the Level 5 leadership spectrum, Linda would be placed in which
category?
a. Level 1: Highly capable individual
b. Level 2: Contributing team member
c. Level 3: Competent manager
d. Level 4: Effective leader
e. Level 5: Level 5 executive
ANS: A PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A
69. Ricky is well loved by his co-workers at Axel Cable Inc. He is viewed as having a great deal of humility,
often giving credit for successes to other members of his team. As such, Ricky would be placed in
which category of the Level 5 leadership spectrum?
a. Level 1: Highly capable individual
b. Level 2: Contributing team member
c. Level 3: Competent manager
d. Level 4: Effective leader
e. Level 5: Level 5 executive
ANS: E PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A
70. Jerome, a manager at Welford Nonprofit Group, is known for his selflessness and willingness to give
to others. He likes working in the nonprofit sector because he wants to apply his skills and abilities to
serve others who are less fortunate. Based on this information, which type of leader best describes
Jerome?
a. Level 5 leader
b. Servant leader
c. Authentic leader
d. Transformational leader
e. Interactive leader
ANS: B PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A
71. __________ leaders know and understand themselves, act consistently with high order ethical
values, and empower and inspire others.
a. Level 5
b. Servant
c. Authentic
d. Transformational
e. Interactive
ANS: C PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
72. At work, Sue Ellen favors a consensual and collaborative process, where influence derives from
relationships rather than positions of power and formal authority. As such, she can best be viewed as
what type of leader?
a. Level 5

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 Chapter 15: Leadership

b. Servant
c. Authentic
d. Transformational
e. Interactive
ANS: E PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A
73. Which of the following is NOT a valid component of authentic leadership?
a. Pursues purpose with passion
b. Isolates self from others
c. Leads with the heart as well as the head
d. Demonstrates self-discipline
e. Practices solid values
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
74. _______ are natural talents and abilities that have been supported and reinforced with learned
knowledge and skills and provide each individual with his or her best tools for accomplishment and
satisfaction.
a. Strengths
b. Traits
c. Characteristics
d. Abilities
e. Leadership tendencies
ANS: A PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
75. Wilson is viewed by his boss as driven, tenacious, and hardworking in the pursuit of his goals. These
characteristics fit within which category?
a. Physical characteristics
b. Intelligence and ability
c. Work-related characteristics
d. Social background
e. Social characteristics
ANS: C PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A

15-26
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 Chapter 15: Leadership

76. According to the leadership grid, _____________ means the absence of a management philosophy,
where managers exert little effort toward interpersonal relationships or work accomplishment.
a. solitary management
b. middle-of-the-road management
c. low-road management
d. authority-compliance management
e. impoverished management
ANS: E PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
77. Sandra views herself as a tough but fair supervisor. She gives explicit directions to her subordinates
about how tasks should be accomplished, but is not always approachable when they come to her
with questions. Her employees sometimes feel that she is too gruff and impersonal. Which category
on the situational leadership grid does Sandra fit into?
a. Following style
b. Delegating style
c. Participating style
d. Telling style
e. Selling style
ANS: D PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A
78. “A fire that ignites followers” is used to describe which leadership characteristic?
a. Vision
b. Charisma
c. Service
d. Tenacity
e. Authority
ANS: B PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
79. Andy’s subordinates say that they love working for Andy because he inspires them to not only believe
in the organization but to believe in their own potential as well. Based on this example, Andy can
best be described as what type of leader?
a. Transformational
b. Servant
c. Authentic
d. Transactional
e. Interactive
ANS: A PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A

15-27
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 Chapter 15: Leadership

80. One of Ruby’s few flaws is that she does not consider possibilities beyond what she is told, accepting
her supervisor’s ideas without thinking. She can best be described as what type of thinker?
a. Transformational
b. Servant
c. Uncritical
d. Transactional
e. Critical
ANS: C PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: A
81. When leaders influence others through the exchange of benefits or favors, which influence tactic is
being used?
a. Develop allies
b. Use rational persuasion
c. Make people like you
d. Rule of reciprocity
e. Reward behaviors
ANS: D PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

CASE
Scenario - Barry Bailey

The mandatory leadership-training seminar had just been concluded. All of the newly promoted
managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and
Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she
covered.
1. Barry will develop strong skills in working with her people and also strong ability in accomplishing the
task achieving the goals of Marc's Music. On the managerial grid, her style will be
a. 1,1.
b. 9,9.
c. 9,1.
d. 1,9.
e. 5,5.
ANS: b
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles KEY: Scenario Questions
TYP: A

15-28
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 Chapter 15: Leadership

2. Barry recognizes that her power can come from five sources, including all of the following EXCEPT
a. referent power.
b. reward power.
c. coercive power.
d. mechanistic power.
e. All of the sources of power.
ANS: d
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles KEY: Scenario Questions
TYP: A
3. To become a level 5 leader, Barry would have to hone which personal characteristic?
a. Humility
b. Tenacity
c. Ruthlessness
d. Drive
e. Ego
ANS: a
PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles KEY: Scenario Questions
TYP: A
4. Barry learns of a recent study on gender differences in leadership behaviors. In which area of
leadership do women score more highly than men?
a. Motivating others
b. Fostering communication
c. Producing high-quality work
d. Listening to others
e. All of the above
ANS: e
PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles KEY: Scenario Questions
TYP: A

15-29
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 Chapter 15: Leadership

COMPLETION
1. The ability to influence people toward the attainment of goals is known as ____________________.
ANS: leadership
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
2. In ____________________, the leader favors a consensual and collaborative process, and influence
derives from relationships rather than position power and formal authority.
ANS: interactive leadership
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
3. ____________________ are the distinguishing personal characteristics of a leader, such as
intelligence, values, and appearance.
ANS: Traits
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
4. ____________________ is the extent to which the leader is mindful of subordinates, respects their
ideas and feelings, and establishes mutual trust.
ANS: Consideration
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
5. ____________________ is the extent to which the leader is task oriented and directs subordinates’
work activities toward goal attainment.
ANS: Initiating structure
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
6. ____________________, according to the Leadership Grid, occurs when efficiency in operations is
the dominant orientation.
ANS: Authority-Compliance
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
7. A contingency approach to leadership that links the leader's behavioral style with the task readiness of
subordinates is called the ____________________.
ANS: situational theory
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
8. A model of leadership that describes the relationship between leadership styles and specific
organizational situations is called a(n) ____________________ approach
ANS: contingency approach
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

9. According to Hersey and Blanchard, ____________________ and ____________________ works

best for employees with moderate readiness.
ANS:
selling; participating
participating; selling

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 Chapter 15: Leadership

PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
10. A(n) ____________________ for leadership makes the leadership style unnecessary or redundant.
ANS: substitute
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
11. A situational variable that counteracts a leadership style is known as a(n) ____________________.
ANS: neutralizer
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

15-31
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 Chapter 15: Leadership

12. ____________________ clarify the role and task requirements of subordinates, initiate structure,
provide appropriate rewards, and try to be considerate to and meet the social needs of subordinates.
ANS: Transactional leaders
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
13. The ____________________ has the ability to inspire and motivate people to do more than they would
normally do, despite obstacles and personal sacrifice.
ANS: charismatic leader
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
14. A(n) ____________________ leader is distinguished by a special ability to bring about innovation and
change.
ANS: transformational
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
15. ____________________ is the potential ability to influence the behavior of others.
ANS: Power
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
16. Power coming from a formal management position in an organization and the authority granted to it is
called ____________________.
ANS: legitimate power
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
17. Power that results from the authority to reward others is called ____________________.
ANS: reward power
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

18. Power that stems from the authority to punish or recommend punishment is called
____________________.
ANS: coercive power
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
19. Power resulting from a leader's special knowledge or skill regarding the tasks performed by followers
is referred to as ____________________.
ANS: expert power
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
20. Power that results from characteristics that command subordinates' identification with, respect and
admiration for and desire to emulate the leader is called ____________________.
ANS: referent power
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
21. ____________________ leadership transcends self interest to serve others and the organization.
ANS: Servant
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

SHORT ANSWER
1. List the two dimensions used in Blake and Mouton's Leadership Grid.
ANS:
The two dimensions are concern for people and concern for production.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

2. List the two types of personal power.

ANS:
Expert power and referent power.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

ESSAY
1. What is the basic difference between consideration behavior and initiating structure behavior?
ANS:
The difference between these two major leadership behaviors is their focus. The focus of consideration
behavior is people, with the leader being mindful of subordinates, respecting their ideas and feelings,
and building trust. Initiating structure has a task orientation, with the leader directing subordinate work
activities toward goal attainment, giving instructions, planning, and scheduling.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
2. Describe the three situational elements under Fiedler's Contingency Theory that can be described as
either favorable or unfavorable.
ANS:
Leader-member relations refers to group atmosphere and members' attitude toward and acceptance of
the leader. Task structure refers to the extent to which tasks performed by the group are defined.
Position power is the extent to which the leader has formal authority over subordinated.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
3. What three factors combine to create the situation in Fiedler's Leadership Contingency Theory?
Explain each.
ANS:
The three factors are leader-member relations, task structure, and position power.
PTS: 1 DIF: 3
NAT: AACSB Analytic | Leadership Principles TYP: F

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 Chapter 15: Leadership

4. Differentiate between a substitute and a neutralizer.

ANS:
A substitute is a situational variable that makes a leadership style unnecessary or redundant. A
neutralizer is a situational variable that counteracts a leadership style and prevents the leader from
displaying certain behaviors.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
5. Distinguish between charismatic and transformational leadership.
ANS:
A charismatic leader has the ability to motivate subordinates to transcend their expected performance.
Vision, value, and trust mark their impact. They tend to have an emotional impact on followers.
Transformational leaders are distinguished from charismatic leaders by their special ability to bring
about innovation and change. They usually emerge to take an organization through a major strategic
change, focusing on the intangible qualities that facilitate the change process.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
6. Describe the five bases of power typical in organizations.
ANS:
The five bases of power are legitimate, reward, coercive, expert, and referent.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F
7. Describe the seven interpersonal influence tactics for leaders.
ANS:
1. Use rational persuasion.
2. Make people like you.
3. Rely on the rule of reciprocity.
4. Develop allies.
5. Be assertive--ask for what you want.
6. Make use of higher authority.
7. Reward the behaviors you want.
PTS: 1 DIF: 2
NAT: AACSB Analytic | Leadership Principles TYP: F

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